Women in Ambulance Survey Report
August 2025
Summary
The Council of Ambulance Authorities (CAA) is committed to amplifying the voices of women across the ambulance sector, offering a vital platform for them to share their experiences, insights, and aspirations firsthand.
The CAA’s Women in Ambulance Survey is a flagship initiative designed to better understand the challenges, opportunities, and support needs of women in the field. Initially conducted every two years, the survey now operates on a three-year cycle. It also captures perspectives on the skills women consider essential for success and how they aim to grow within their roles.
The 2025 survey, conducted across April and May, received 1,176 responses from female staff representing eleven member services in Australia, New Zealand, and Papua New Guinea, making it the most comprehensive edition to date. The participation rate varied across services, with NSW Ambulance having the highest participation, followed by St John WA, Ambulance Victoria, Queensland Ambulance Service, and Hato Hone St John from New Zealand
Women now comprise 55% of the overall ambulance workforce, reflecting a 2% increase since 2022. Representation in executive roles has also improved, now sitting at 44% compared with 39% three years ago, though there is still scope to strengthen balance at senior levels.
Several newly introduced and recurring questions have surfaced important insights:
• Psychological safety continues to be an area for focus. While 29% of respondents agreed or strongly agreed that their workplace allows them to express ideas, take risks, and pursue opportunities without fear of bias or negative consequences, 36% disagreed or strongly disagreed.
• Recognition of leadership has shown some encouraging improvement, with 24% of respondents agreeing or strongly agreeing that their organisation recognises and rewards leadership, up from 18% in 2022, though there is still room for growth.
• Workplace flexibility results revealed mixed experiences. While 35% of women rated their current roles as offering good or excellent flexibility, 36% described their roles as having poor or very poor flexibility.
• Support for women’s health remains an area where further progress is needed. One in three (33%) respondents felt supported by their organisation in relation to menstruation, pregnancy, menopause, and other gender-specific health needs, while 41% reported not feeling supported.
• Mentorship and sponsorship opportunities showed varied perceptions: 30% of respondents viewed them as ineffective, whereas 16% found them extremely or very effective.
• On a positive note, 44% of participants felt their organisation is supportive or strongly supportive of advancing women into leadership roles, and 36% believed their service is extremely or very inclusive in terms of gender equity.
Some barriers to career advancement were identified, with respondents most frequently highlighting limited promotional opportunities, self-doubt, and lack of confidence. Openended responses also pointed to structural and cultural factors, including challenges unique to rural and remote settings.
Despite these challenges, there is clear momentum and a strong appetite for growth. An encouraging 82% of women reported actively pursuing learning and professional development, including formal education, mentoring, networking, and research.
Respondents also shared a positive vision for the future: greater workplace flexibility, inclusive leadership pathways, strengthened support for women’s health, transparent hiring and promotion processes, and reforms that build a more equitable and supportive culture.
The findings of this survey will continue to inform the strategic priorities of the CAA Women in Leadership Working Group, guiding initiatives that foster inclusion, development, and recognition of women across the ambulance sector.
CAA Women in Ambulance Survey
In 2018, the CAA launched the Women in Leadership Working Group, a committed platform designed to support and uplift women in leadership roles across member services. This initiative serves as a hub for sharing insights, building connections, and promoting strategic efforts to create lasting, positive change within the sector.
The working group continues to address key challenges facing women in the sector by promoting leadership development and mentoring, creating networking opportunities, and supporting research and data collection to inform evidence-based strategies and improve workplace environments.
In 2020, the CAA introduced the first Women in Leadership Survey, an effort to directly capture the voices of women working in the field. More than 1,000 women responded, offering detailed insights into the skills and support they need to thrive, as well as the barriers hindering their path to top leadership roles.
Recognising the broader scope of feedback being received, the survey was renamed in 2022 to the Women in Ambulance Survey, better aligning with its overarching goal of understanding the experiences of women at all levels within ambulance services. That year’s survey drew over 1,200 responses, further amplifying the collective voice of women across the sector.
The 2025 survey, which collated responses from female staff across eleven CAA member services, represents the most comprehensive edition to date. Following the collection of demographic data, participants responded to 35 questions covering a wide range of topics: leadership perceptions, access to career development and mentorship, work-life balance, flexibility, women’s health support, and long-term career goals.
The findings from this survey will be instrumental in guiding the future work of the CAA Women in Leadership Working Group. Harnessing the voices of women across the sector, the CAA continues to shape a more inclusive, supportive, and equitable future for the ambulance workforce.
Overview of Female Representation in the Ambulance Sector
In In 2024, the CAA conducted a workforce and gender data collection across ambulance services in Australia, New Zealand, and Papua New Guinea. The data showed that women now represent 55% of the overall workforce, a 2% increase since 2022. Representation in executive positions has also grown, reaching 44% compared with 39% in 2022, indicating ongoing progress while highlighting opportunities for further balance at senior levels.
Female Representation
Employment Category
Survey Results
The 2025 Women in Ambulance Survey was open to all female staff members across ambulance services in Australia, New Zealand, and Papua New Guinea during April and May 2025. A total of 1,176 responses were received. 29% of responses came from NSW Ambulance, followed by St John Western Australia (15%), Ambulance Victoria (14%), Queensland Ambulance Service (12%), and Hato Hone St John (11%). Additional contributions came from SA Ambulance Service (7%), Wellington Free Ambulance (4%), Ambulance Tasmania (3%), ACT Ambulance Service (3%), St John NT (2%), and St John PNG (0.5%)
Response Location
Demographic Snapshot: Age, Tenure, and Disability
In terms of demographics, 56% of respondents were aged between 30 and 49 years, while 33% reported having been with their respective ambulance service for less than five years. 4% of respondents identified as a person with a disability, 94% did not, and 2% preferred not to say.
2025 Survey Age Distribution 2025 Survey Years of Service Distribution
Cultural Background
In the 2025 survey, 69% of respondents identified as Australian, followed by 24% from a European background. Smaller proportions identified as Māori or Pasifika (3%), Asian background (3%), Aboriginal or Torres Strait Islander (3%), Middle Eastern background (1%), African background (0.5%), and Latin American background (0.5%). 4% selected "Other," and 4% chose "Prefer not to say."
2025 Survey Cultural Background Distribution
Aboriginal/Torres Strait Islander
Māori or Pasifika
Employment Type
In the 2025 survey, 81% of respondents reported being employed on a full-time or flexible full-time basis. A further 12% were employed part-time or on a flexible part-time basis, while 5% identified as volunteers and 2% as casual employees. These results closely mirror the 2022 survey findings, which also showed 81% of respondents in full-time roles, 12% in part-time roles, 4% as volunteers, and 3% in casual positions.
Comparison of Employment Type (2020, 2022 & 2025)
Level of Education
In this year’s survey, 46% of respondents reported holding a bachelor's degree, followed by 9% each holding a master's degree or a diploma. In comparison, the 2022 survey showed 48% of respondents held a bachelor's degree, followed by 10% with a diploma and 9% with a graduate diploma. A new category, vocational/industry training, was introduced in this year’s survey for the first time.
Comparison of Employment Type (2020, 2022 & 2025)
Tertiary Education
Masters Degree
Graduate Diploma
Graduate Certificate
Doctoral Degree
Diploma
Certificate Level 1 - 4
Bachelor Honours
Bachelor Degree
Vocational/Industry Training
Advanced Diploma
Associate Degree
Position in Organisation
In the 2025 survey, 44% of respondents were paramedics, consistent with previous years: 49% in 2022 and 43% in 2020. This year, the second-largest respondent group was managers (11%). The third most common response was "Other" (10%), with most of these participants identifying their role as Emergency Medical Technician (EMT).
Comparison of Employment Type (2020, 2022 & 2025)
Thinking about Leadership
What Leadership Means
In the 2025 survey, respondents were asked what leadership means to them and which values or skills they consider most important in a leader. The top three selected attributes were communication (920; 91.5%), trustworthiness (859; 85.4%), and accountability (830; 82.5%). These results closely mirror the findings from the 2022 survey, where the same three qualities ranked highest, albeit in a different order.
Respondents were able to select multiple answers to this question.
Respondents were also given the opportunity to provide open-ended responses to describe what leadership means to them personally. Below are some selected reflections.
Leadership is …
“Facilitating others to meet their goals through support, structure, and empowerment.”
“Advocating for your team and bridging the gap between frontline realities and higherlevel decision-making.”
“Creating a culture where mistakes are embraced as learning opportunities and where people feel safe to grow and thrive.”
“Appreciating your team, recognising their efforts, and equipping them with the tools and knowledge to succeed.”
“Putting your team first; ensuring they feel heard, supported, and comfortable raising concerns.”
“Building on the strengths of your team and fostering a culture where people flourish through empathy, connection, and meaningful engagement.”
“Guiding others with clarity, integrity, and purpose toward a shared goal, while creating an environment where people feel valued, empowered, and capable of doing their best.”
“Leading by example with trustworthiness, compassion, and clear communication, while holding yourself to a high standard and inspiring others to rise with you.”
“Not about authority but about influence, accountability, and fostering collective success.”
“Being a team player who genuinely cares about the wellbeing of the team, not just individual performance.”
“Role modelling the behaviours you want to see across the organisation.”
“Being flexible and able to adapt to different people and situations, while staying organised and compassionate.”
You as a Leader
In response to the question, "Do you see yourself as a leader, and how do you believe others perceive your leadership abilities?", 43% of respondents identified themselves as leaders; 34% of respondents were unsure how others perceive their leadership.
Leadership Self-Perception and Recognition
I see myself as a leader
I am unsure how others perceive my leadership
They see me as a leader in specific situations but not consistently
They see me as a strong and effective leader
They acknowledge my leadership potential but do not currently see me as a leader
They do not see me as a leader
*Please note that respondents were able to select multiple responses for this question.
Pursuit of Learning and Professional Growth
A total of 82% of respondents agreed or strongly agreed that they actively pursue learning and professional growth opportunities.
When asked how they engage in this development, the most common methods included formal education (86%), mentoring (54%), networking (45%), peer coaching (34%), and research activities (31%). 7% indicated using other approaches such as listening to podcasts, participating in e-learning, reading professional literature, attending external CPD sessions, seeking learning opportunities outside their organisation, and requesting feedback from leaders.
In the 2025 survey, 76% of respondents agreed or strongly agreed that they feel comfortable exercising their own authority. 42% expressed confidence in their ability to advance to a more senior level. These results are consistent with the findings from the previous survey.
I actively pursue learning and professional growth opportunities (2025 vs 2022)
I am comfortable exercising my own authority (2025 vs 2022)
On a personal level, do you feel confident that you can advance to more senior levels of leadership? (2025 vs 2022)
Barriers to Career Progression
As part of the 2025 survey, respondents were asked to identify the challenges women may encounter in advancing their careers. The question allowed for multiple selections and also invited participants to share personal experiences and reflections.
The most frequently mentioned factor was limited opportunities for promotion (474 responses), followed by confidence (411 responses) and self-doubt (387 responses). Similarly, in the 2022 survey, promotion opportunities were highlighted as the top challenge, followed by unconscious bias
What are the biggest challenges faced when pursuing your career goals?
Having opportunities for promotion
Confidence
Self-doubt
Dealing with unconscious (or conscious) bias
Location of opportunity
Parental and or other carer responsibilities
Age
Minimal female role models
Limited access or expense of childcare
Other challenges
Qualifications
Emotional and or physical burden
Limited access to networks of women
Through selecting the "Other Challenges" category, over 150 respondents shared personal insights into the barriers they encounter in advancing their careers, highlighting ongoing issues such as gender and age discrimination, cultural exclusion, and structural biases within their organisations.
Other Challenges Reported
“Being judged or overlooked due to gender and age, with assumptions that women will prioritise family or are nearing retirement.”
“Systemic bias against culturally diverse women, who feel excluded from leadership opportunities despite strong qualifications and performance.”
“The lack of visible or relatable role models in senior leadership, making it difficult for individuals to see a clear path to advancement.”
“Limited access to flexible work arrangements at senior levels, making it difficult to progress without compromising work-life balance.”
“Lack of transparency and fairness in recruitment processes, with prior negative experiences discouraging future applications.”
“A dominant “boys’ club” culture, where leadership favours likeminded individuals and discourages diverse voices or critical thinking.”
“Disadvantage for rural staff and volunteers, who often miss out on development and networking opportunities concentrated in metro areas.”
“The exclusion of non-clinical staff from leadership discussions, leaving their expertise underutilised and voices unheard.”
“Frustration with the narrow focus on parenting in discussions of women’s issues, overlooking age, health, and broader life-stage concerns.”
“Afraid of others prejudice.”
“Emotional exhaustion and disconnection, where continued lack of recognition leads to loss of motivation and disengagement.”
“Balancing personal goals with external pressure creates tension, even when the individual doesn’t view their own ambition as lacking.”
Leadership & Your organisation
Leadership Development Opportunities
Insights were gathered regarding female staff’s perspectives on leadership development opportunities within their organisations and their aspirations for such programs. In response to the question, “What are the current leadership development opportunities in your organisation?” 427 respondents identified internal courses as the most common option, followed by leadership development programs (407 responses). Among the 288 respondents who selected “Other,” the majority indicated they were either unaware of any leadership opportunities available or felt that no such programs existed within their organisations.
Preferences for Leadership Development Opportunities
In response to the question, “What would you like to see in the way of leadership development opportunities in your organisation?”, 594 respondents expressed a desire for leadership development programs, followed closely by sponsorship for their studies (513 respondents). Thematic analysis of open-ended responses revealed a strong emphasis on the need for accessible leadership courses available to all potential leaders, complemented by mentoring and ongoing support. Respondents advocated for structured, comprehensive internal programs that thoroughly prepare candidates for management challenges, including extended courses or leadership academies. There was a clear call for a more supportive and inclusive learning environment with wider accessibility across locations and organizational levels. Respondents suggested providing education for senior leaders on gender communication differences and ensuring transparent advertising of secondments and higher duties to promote fairer opportunities.
What are the current leadership development opportunities in your organisation?
What would you like to see in the way of leadership development opportunities in your organisation?
*Please note that
Impediments to Leadership Growth: Staff Perspectives
When asked about factors influencing leadership development training, respondents most frequently mentioned limited time. Other commonly noted issues included availability, communication about opportunities, organisational support, and funding. Some respondents also highlighted that training is not always prioritised particularly in regional or smaller stations, and that workload pressures, family commitments, and burnout can reduce participation. Eligibility requirements and a reactive leadership culture were also raised as factors that may discourage engagement, especially for women and part-time or shiftworking staff.
Comments on Leadership Training Obstacles
“Funding challenges and a perceived organisational preference for candidates who do not exhibit independent thought.”
“Difficult to commit to external courses due to lack of flexibility when working shiftwork (2,2,4) while managing family responsibilities.”
“Difficult to balance full-time work, caring for young children, and additional training or education.”
“Limited opportunities in regional areas.”
“Selection bias and lack of funding.”
“Resistance to change; existing leadership habits and routines can be difficult to shift, even with new training.”
“Lack of time and the high cost of formal courses and qualifications, which represent a significant investment if not supported by the organisation.”
“Lack of organisational awareness of what constitutes good leadership or how to effectively implement it.”
“The application process can be confronting.”
“Time constraints and restrictive eligibility criteria; most programs are currently only available to those already in permanent leadership positions.”
“Inability to be withdrawn from rosters to attend courses and training opportunities.”
“Not part of the local boys' club; became invisible due to age and length of service, then moved to an area where I was not known.”
Staff Perceptions on Leadership Recognition
A total of 24% of survey respondents agreed or strongly agreed that their organisation recognises and rewards leadership, an increase of 6 percentage points from the 18% reported in the 2022 survey.
Your organisation recognises and rewards leadership (2025 vs 2022)
Career Progression and Opportunities
Leadership Aspirations and Barriers
A total of 20% of respondents reported applying for leadership positions in the past 12 months. While some described the process as fair, supportive, and developmental, resulting in either successful appointments or constructive feedback, others reported fewer positive experiences. Areas for improvement commonly mentioned included the availability of feedback, transparency in decision-making, and flexibility within HR processes. Some respondents also noted concerns about potential bias related to gender, appearance, or personal circumstances. Additional themes included delays, unclear selection criteria, and the challenge of balancing leadership responsibilities with commitments such as childcare
Shared Experiences: Have you applied for a leadership position in the last 12 months?
“Yes, I applied, but no coaching or support was offered to help with preparation. There was no indication that flexible work arrangements would be accepted, and the gender imbalance was evident ”
“No, I would not apply for leadership roles due to previous negative experiences with how the organisation structures its training. I have no desire to be subjected to that process again or be part of it.”
“No, because I was told I wouldn’t be considered for the role as I wanted to work part-time.”
“Yes, I applied for a Regional Team Leader position. Although I was not successful, I was placed in the relieving pool and am currently acting in the role. I found the process fair and transparent, with clear expectations and constructive feedback.”
“Yes, but I received no feedback after the interview. The process lacked transparency; the preparation pack focused on leadership and communication skills, yet the actual interview questions only loosely aligned with those topics.”
“No, due to a lack of confidence and anxiety around interviews.”
“Yes, I have applied. The recruitment process was relatively straightforward. However, after being successful, there was no opportunity for shadowing, which made the transition daunting and the learning curve steep.”
“No, as a single mother of primary school-aged children, I receive no additional support to pursue career opportunities within my workplace.”
“No, because I often see roles being given to those who haven’t applied, which makes the process feel like a waste of time and effort.”
Among those who had not applied, reasons included limited suitable opportunities, satisfaction with current roles, or feeling unprepared or time constrained. Some cited organisational culture concerns, such as treatment of managers, preference for male candidates, and limited support for women in leadership. Prior experiences, including being overlooked despite qualifications, receiving little feedback, or facing unclear assessment processes, also influenced decisions. Other factors were geographic or financial, such as citybased roles without accommodation support. A few noted confidence or engagement in leadership pathways was affected by workplace politics or perceived limited recognition for existing leaders.
Organisational Support and Inclusivity
This survey marks the first time respondents were asked about their perceptions of organisational support for women in leadership and gender equity.
A total of 44% of respondents indicated that their organisation is either strongly supportive or supportive of advancing women into leadership roles, while only 6% described their workplace as unsupportive in this regard.
When asked about inclusivity, 36% of participants believed their organisation is extremely or very inclusive with respect to gender equity, whereas another 6% expressed the opposite view, describing their organisation as not inclusive at all.
How supportive do you feel your service is toward advancing women into leadership roles?
Mentorship and Support
Staff Awareness of CAA Initiatives Supporting Women in Leadership
This is the first time the survey has explored staff familiarity with CAA initiatives aimed at supporting women and their career development. Findings show that 59% of this year’s respondents were not aware of CAA programs designed to support career progression and promote women in leadership roles.
Among those who believed in the effectiveness of CAA initiatives, the most highly rated impacts were: “Raising awareness of gender equity and inclusivity” and “Supporting the development of professional networks”.
The most widely recognised CAA initiative was the “Women in Ambulance Recognition Awards”, launched in 2020 to highlight and celebrate the contributions of successful and hardworking women in ambulance services across Australia, New Zealand, and Papua New Guinea.
How have CAA programs or initiatives supported your career development, leadership growth, or workplace experience?
Are you familiar with any of the CAA initiatives related to women in ambulance services?
Women in Ambulance Recognition Award
Women in Leadership Symposium
Women in Leadership Scholarship
Women in Ambulance Development Program
None of the above
Organisational Mentorship/Sponsorship Opportunities
30% of this year’s respondents felt that mentorship and/or sponsorship opportunities within their organisation were not at all effective. In contrast, 16% believed their organisation offered extremely or very effective sponsorship opportunities.
How effective do you find mentorship or sponsorship opportunities for women in your service?
Half of the respondents reported having had a mentor or sponsor at some stage in their career, with most describing the experience as highly positive and impactful. Mentors (both male and female) were credited with boosting confidence, providing career guidance, and
shaping leadership approaches. Several participants emphasised the transformative effect of mentorship on their professional development, decision-making, and overall motivation.
Some respondents noted that their mentorship experiences were informal or self-initiated, rather than part of an organisational program. Others highlighted challenges, including mentors who lacked appropriate training, limited organisational support, or negative experiences that adversely affected their confidence and wellbeing.
Mentorship and Sponsorship Experiences
“I felt validated and supported. My mentor also became a professional reference for a period of time.”
“She is outside Ambulance, and a wonderful mentor. She is an extraordinary individual who knows me well and understands my abilities. She has encouraged me during times of self-doubt.”
“It provided the opportunity to discuss and receive advice on managing difficult staff.”
“It had a strong impact on how I view my development. It helped me reflect on my habits, recognise past self-sabotage, and become better at prioritising myself, saying no, and pursuing the right opportunities.”
“I requested further support, and a colleague volunteered to be a mentor. It wasn’t through an official program, but I found it helpful for building confidence.”
“I had a mentor during my studies who significantly negatively impacted me. I had serious thoughts of resigning as a result.”
Work-life Balance and Flexibility
Psychological Safety in the Workplace
A total of 29% of survey respondents agreed or strongly agreed that their workplace provides a psychologically safe environment where they can express ideas, take risks, and pursue opportunities without fear of bias or negative consequences. In contrast, 36% disagreed or strongly disagreed, indicating they do not feel psychologically safe in their workplace.
To what extent do you feel that your workplace provides a psychologically safe environment where you can express ideas, take risks, and pursue leadership opportunities without fear of bias or negative consequences?
Flexibility
As a newly added question in this year’s survey, women staff were asked how flexible they find their current role. Of the respondents, 35% believed their role offers excellent or good flexibility in supporting a healthy work-life balance, while 36% rated the flexibility as poor or very poor.
The survey offered four flexible working arrangement options for respondents to choose from based on their preferences, while also allowing them to suggest their own ideas. Among female staff, 41% selected flexible start and end times as a preferred option. In the openended responses, many women highlighted the need for greater autonomy over scheduling and called for alternatives such as reduced or modified night shifts. Concerns were also raised about current practices, such as rigid rostering, on-call demands, and unequal access to flexible arrangements, which they felt could negatively impact health, wellbeing, and career progression. Some also noted that these practices may disproportionately burden full-time staff or be applied inconsistently across different regions or roles.
How would you rate the flexibility of your current role in supporting a healthy work life balance?
What types of flexible work arrangements would help you better balance your career with other responsibilities?
Flexible Scheduling and Shift Options
Autonomy and Choice in Rostering
Equitable Access to Flexibility
Perspectives on Flexible Work Arrangements
“Just finishing on time and being able to eat at least once within 14 hours at work. And not being on call.”
“The opportunity to take time off and not have that impact my progression.”
“Flexible rostering was introduced to our main region but is not available in my smaller satellite region.”
“Alternative work hours (i.e. start in the afternoon and work into the evening rather than 9am–5pm).”
“All these flexible work arrangements of other people are putting more work and stress onto the people that are here working full-time, day in and day out.”
“Even taking annual leave can mean that opportunities are given to others because you are not available, rather than who is deserving.”
Women’s Health and Workplace Support
Workplace support for women’s health, an important aspect of fostering a healthy and inclusive workplace, was explored in this year’s survey. Of the respondents, 33% reported feeling well supported (either “very supported” or “somewhat supported”), while 41% indicated room for improvement, and 19% felt there was little or no support in this area. These results highlight opportunities for continued focus and positive progress in supporting women’s health at work.
How supported do you feel by your organisation regarding women's health-related challenges such as menstruation, pregnancy, menopause, and other health concerns?
Responses to the open-ended question revealed several key themes:
Flexible Work Options Across Life Stages: A strong call for more tailored flexibility during parenting, menopause, fertility treatment, and transition to retirement.
Recognition of Women’s Health Needs: Support requested for menstruation, menopause, IVF, pregnancy, endometriosis, and reproductive-related leave.
Cultural and Leadership Shift: Many highlighted the need for improved empathy, education, and engagement from male colleagues and managers.
Education and Awareness for All Staff: Calls for open, inclusive health education around women’s health issues, including menopause and fertility, to reduce stigma.
Access to Practical Support: Requests included better maternity uniforms, lactation spaces, sanitary products, and increased staffing to ease the guilt of taking leave.
Consistency and Transparency in Policy: Concerns about inconsistent application of support policies, often influenced by individual managers’ discretion.
Clearer Communication: A need for better visibility and clarity of existing policies and entitlements.
Dedicated Health Advocate Role: Suggestions to introduce a designated women’s health or wellness contact to guide and advocate for staff.
Comments on Workplace Support for Women’s Health
“Education for those who do not experience the same issues and haven’t completed a paramedicine degree...”
“There is a very large variation in how women are supported with their pregnancy…”
“Current policies and resources are hidden, need better transparency... proper management/leadership support navigating options regarding pregnancy/parental leave.”
“I believe both men and women would benefit from targeted healthrelated education (such as menopause and prostate health) as these important topics are often overlooked.”
“Providing feminine care products in women's bathrooms… keeping toiletries in the bathroom cause nature doesn’t care.”
“Provision of dedicated leave for prenatal appointments, enhanced support for lactation breaks, and improved understanding of return-to-work needs after maternity leave.”
“I would like to see support services, policies, and awards communicated clearly... information is lost amongst large email threads.”
“More equity across zones... success should not depend on which zone you work in.”
“Increased funding for gym access and personal training to support strength building, along with greater awareness of how shift work impacts hormonal health.”
“Clear documentation of what can be accessed rather than what the manager at the time deems appropriate.”
“Female wellness leader who is a point of contact for women's health related challenges. They could approve leave for issues related to women's health.”
Recommending a Career in the Ambulance Sector
A total of 788 respondents answered an open-ended question about whether they would recommend a career in the ambulance sector to other women, with 70% indicating they would. Respondents also shared their reasons for recommending or not recommending the career, along with their personal career goals for the next 5-10 years.
Would you recommend a career in the ambulance sector to other females?
Yes, I would recommend it…
“I love my job, the people I work with, and feel privileged to help others during their most difficult and vulnerable moments.”
“My experience as a woman in the ambulance service has been positive. It’s also encouraging to see more gender balance, and I believe women play an excellent and vital role in this field.”
“Working in the ambulance sector is incredibly rewarding. It takes passion and grit, and the consistency of purpose each day is meaningful.”
“I’m in the final years of my career and have exceeded my own expectations and goals. I would highly recommend paramedicine to other women as a deeply fulfilling path.”
“It’s a great career. Being a paramedic is phenomenal, and even after 26 years, I still love what I do.”
“I work in Rural and Remote leadership, where most of the team are volunteers. It’s incredibly rewarding to work alongside people who are driven purely by a commitment to their community.”
No, I wouldn’t recommend it…
“Not family-friendly; The structure lacks support for work-life balance during that stage of life.”
“There’s a lack of flexibility, limited room for growth, and too many obstacles for advancement, especially for women.”
“Returning after parental leave is souldestroying.”
“Opportunities for career development are scarce outside metropolitan areas unless you're willing to relocate. There’s little incentive to undertake further training, and staff often feel like just a number.”
“Not supportive for career-driven women; Despite 13 years of service and applying for multiple leadership roles, my position has not changed. There is no real encouragement for advancement.”
“The organisation no longer feels supportive. Communication is ineffective, and the focus on advanced clinical skills has overshadowed the delivery of genuinely good service.”
Future Goals and Aspirations
Career Aspirations
Overall, 43% of respondents reported feeling very or somewhat optimistic about achieving their career goals within their current workplace, while 35% expressed some degree of uncertainty. Open-text responses highlighted that many female staff members aspire to leadership and management roles, particularly permanent leadership positions, over the next 5–10 years. Others are focused on clinical and academic growth, such as becoming Intensive Care Paramedics (ICPs), pursuing postgraduate studies, or taking on mentoring and clinical educator roles.
Several respondents identified improving work–life balance and personal health as important future goals. A smaller group indicated plans to explore opportunities in other industries, while some noted that they do not have specific long-term goals but remain open to opportunities as they arise. These insights underscore both the aspirations of staff and opportunities to continue supporting their career development
How optimistic are you about achieving your career goals within your current service?
Future Changes
In response to the question, “What changes would you like to see in 5–10 years that aren't currently in place?”, 788 female staff provided a wide range of suggestions.
Workplace Flexibility: A common theme was the desire for greater flexibility in work arrangements. Respondents highlighted the value of parent-friendly rostering, enhanced support when returning from maternity leave, access to remote work options, and the ability to undertake part-time roles without contract-related challenges.
Career Development and Leadership: Many participants expressed interest in clearer career progression pathways and strengthened support for women pursuing leadership roles. There were also requests for expanded mentoring, educational opportunities, and professional development initiatives to help women flourish within the sector.
Equity, Inclusion, and Wellbeing: Some respondents noted areas where ongoing attention could support an even more inclusive environment, including reducing gender bias, addressing sexism, and strengthening support for reproductive and mental health. These suggestions indicate opportunities for meaningful cultural and structural enhancements.
Organisational Transparency and Recognition: Feedback also highlighted the importance of transparent recruitment and promotion processes, acknowledging volunteer contributions, and improving equipment. There was a shared interest in fostering strong representation and accountability at senior leadership levels to continue building positive change.
Needed Changes for the Next 5–10 Years
“There must be a true zerotolerance approach to sexual harassment.
Not just words in speeches but real action, rather than ignoring or sweeping issues under the rug.”
“Women need more empowerment and less competition; celebrate and support each other’s successes instead of tearing each other down when opportunities are limited.”
“I’d like a compressed workweek that’s flexible and balances both the organisation’s needs and mine. Working four 10-hour days instead of five 8.5-hour days could offer better work-life balance without compromising coverage.”
“Parental leave policy should grant men and women equal entitlement following the birth of a child.”
“Flexible rostering is essential; shorter shifts, fewer shifts, roster on/off options, fewer night shifts for those employed over 10 years, menopause leave, support for alternate career paths, crossover RN qualifications, and a move away from outdated male-dominated management teams.”
Needed Changes for the Next 5–10 Years
“More job opportunities, flexibility, and scholarships are needed in regional areas.”
“There should be more opportunities for feedback and access to resources for education and career growth. Systems need to be in place that people can actively choose to participate in to support their career progression.”
“I want true equity in all areas. I want to be chosen for a job because I’m the best person for it, not just to meet diversity KPIs. The same applies to race. Reverse discrimination is as harmful as past inequalities.”
“We need genuine care, support, and empathy; more action, less empty promises.”
“We need greater flexibility, transparency, and fairer application processes. Management roles should be reviewed and re-advertised regularly to prevent the same people from always getting the opportunities.”
Your Voice Matters: Additional Thoughts
A total of 17% of respondents shared additional comments in the final free-text section of the survey. These responses highlighted a broad range of experiences and perspectives, including differences in opportunities between metropolitan and rural areas, particularly for younger women. Some respondents noted ongoing challenges such as sexual harassment, gender bias, and the need for stronger support for working mothers and those pursuing further education.
At the same time, several participants acknowledged the progress made and the opportunities currently available. Many shared suggestions for further improvement, including enhancing flexibility, supporting career advancement, and strengthening authentic female leadership role models. Respondents also highlighted the importance of transparent career pathways, inclusive support for women at all levels, and safety measures for paramedics.
There was strong interest in expanding flexible return-to-work options for parents, increasing genuine female representation in leadership, and continuing the shift toward broader equity initiatives that benefit all staff, while building on the positive changes already underway.
Final Reflections and Open Comments
“For women to truly advance, we need more women in senior positions including at the executive level. Until that happens, our contributions will continue to be recognised mainly through social media gestures, rather than real change.”
“Administrative staff are often placed in roles and left with no pathway for development. They are only asked to "step in" to cover other administrative positions when someone is on leave but are rarely given genuine opportunities to expand their skills, knowledge, or networks. These opportunities tend to be reserved for leaders, managers, or operational staff, creating clear inequality.”
“I have received zero support from my service despite taking on the significant challenge of studying medicine. There has been no financial assistance and no flexibility in rostering. I was forced to convert to a casual position, resulting in a major financial sacrifice to continue my studies.”
“Daycare options are often inflexible in terms of timing and days, leaving many women with no choice but to go casual or quit; essentially ending their careers. If they introduced daytime ambulance shifts aligned with school and daycare hours, staffed by parents, they could easily run 50 more ambulances a week in metropolitan areas.”
“Senior management within this organisation is uninspiring and discouraging, unless you happen to fit in with the “popular” crowd.”
“We are losing an entire generation of experienced paramedics; those who viewed this as a career and worked for each other. In contrast, I find that many from the younger generation seem focused on climbing the ranks quickly to get off-road and avoid night shifts, often before they have properly learned the service. Furthermore, these newer paramedics are now mentoring the next generation, and crucial values such as pride in the work, cleanliness, and professional standards are not being instilled.”
2025 Women in Ambulance Survey Questionnaire
Thank you for taking part in Women in Ambulance Survey 2025. Our goal is to hear from women directly on the challenges, opportunities, and skills you believe are most critical in your career.
We believe in the importance of providing women with a platform to give their voices to this topic directly, and to share their experiences and needs first-hand.
Q1: Please select the service you are from
• NSW Ambulance
• Ambulance Victoria
• Queensland Ambulance Service
• St John WA
• SA Ambulance Service
• Ambulance Tasmania
A few questions about you
Q2: How old are you?
• <29
• 30-39
• 40-49
Q3: Do you identify as a person with a disability?
• Yes
• No
• Prefer not to say
• ACT Ambulance Service
• St John NT
• Hato Hone St John
• Wellington Free Ambulance
• St John Papua New Guinea
• 50-59
• 60+
Q4: What are your cultural background? (Please select all answers that apply)
• Aboriginal or Torres Strait Islander
• Australian
• European Background
• Māori or Pasifika
• Asian Background
• African Background
• Middle eastern Background
• Latin American Background
• Prefer not to say
• Other
Q5: What is your level of education?
• Associate degree
• Advanced Diploma
• Vocational/Industry Training
• Bachelor’s degree
• Bachelor Honours
• Certificate Level 1-4
• Diploma
• Doctoral Degree
• Graduate Certificate
• Graduate Diploma
• Master’s Degree
• Tertiary Education
Q6: What is your current length of service?
• <1 year
• 1-5 years
• 6-10 years
• 11-15 years
• 16-20 years
• 21-25 years
• 25+ years
Q7: What is your current position in your organisation?
• Administrator
• Clinical Operations Personnel
• Communication Officer (EMD, Call taker, Dispatcher)
• Executive
• Finance and Corporate Services
Personnel (IT, Infrastructure, Strategy)
• Manager
Q8: What is your employment type?
• Casual
• Full-time
• Part-time
Thinking about leadership
• Paramedic
• People and Culture Personnel
• Senior Manager
• Student/Intern
• Supervisor
• Team Leader
• Volunteer
• Other (Please specify)
• Volunteer
• Flexible Full-Time
• Flexible Part-Time
Q9: What does leadership mean to you, and which values or skills do you find most important in a leader? (Please select all that apply and feel free to expand in your own words)
• Accountability
• Commitment
• Communication
• Compassion
• Creativity
• Delegation
• Empathy
• Feedback
• Flexibility
• Motivation
• Positivity
• Responsibility
• Trustworthiness
Q10: Do you see yourself as a leader, and how do you believe others in your organisation perceive your leadership abilities? (Please select all that apply)
• I see myself as a leader
• They see me as a strong and effective leader
• They see me as a leader in specific situations but not consistently
• They acknowledge my leadership potential but do not currently see me as a leader
• They do not see me as a leader
• I am unsure how others perceive my leadership
Q11: I actively pursue learning and professional growth opportunities
• Strongly agree
• Agree
• Neither agree nor disagree
• Disagree
• Strongly disagree
Q12: How do you pursue your learning and professional growth? (Please select all answers that apply)
• Education
• Networking
• Research
• Peer Coaching
• Mentoring
• Other (please specify)
Q13: I am comfortable exercising my own authority
• Strongly agree
• Agree
• Neither agree nor disagree
• Disagree
• Strongly disagree
Q14: On a personal level, do you feel confident that you can advance to more senior levels of leadership?
• Strongly agree
• Agree
• Neither agree nor disagree
• Disagree
• Strongly disagree
Q15: What are the biggest challenges faces when pursuing your career goals? (Please select all answers that apply)
• Age
• Confidence
• Dealing with unconscious (or conscious) bias
• Emotional or physical burden
• Having opportunities for promotion
• Limited access or expense of childcare
• Limited access to networks of women
• Location of opportunity
Organisational Leadership Development
• Minimal female role models
• Parental or other carer responsibilities
• Qualifications
• Self-doubt
• Other (please specify)
Q16: What are the current leadership development opportunities in your organisation?
• Internal Course
• Leadership development program
• Scholarship
• Sponsorship of Study
• Other (please specify)
Q17: What would you like to see in the way of leadership development opportunities in your organisation? (Please select all answers that apply)
• Internal course
• Leadership development program
• Scholarship
• Sponsorship of study
• Other (please specify)
Q18: What in your opinion impedes leadership development training? Open ended response
Q19: Does your organisation recognise and reward leadership?
• Strongly agree
• Agree
• Neither agree nor disagree
Career Progression and Opportunities
• Disagree
• Strongly disagree
Q20: Have you applied for a leadership position in the last 12 months? If so, please share your experience with the process. If not, please share what prevented you from applying. Open ended response
Q21: How supportive do you feel your service is toward advancing women into leadership roles?
• Strongly supportive
• Supportive
• Neutral
• Unsupportive
• Strongly unsupportive
Q22: In your opinion, how inclusive is your service regarding gender equity?
• Extremely inclusive
• Very inclusive
• Moderately inclusive
• Slightly inclusive
• Not at all inclusive
Mentorship and Support
Q23: How have CAA programs or initiatives supported your career development, leadership growth, or workplace experience? (Please select all answers that apply)
Provided leadership development opportunities
• Increased access to mentorship and sponsorship
• Helped build professional networks
• Supported career progression and promotion
• Raised awareness of gender equity and inclusivity
• Provided resources for skill development and education
• No impact
• I am not aware of CAA programs
Q24: Are you familiar with any of the CAA initiatives related to women in ambulance services? (Please select all that apply) Women in Ambulance Recognition Award
• Women in Leadership Symposium
• Women in Leadership Scholarship
• Women in Ambulance Development Program
• None of the above
Q25: How effective do you find mentorship or sponsorship opportunities for women in your service?
• Extremely effective
• Very effective
• Somewhat effective
• Slightly effective
• Not effective at all
Q26: Have you had a mentor or sponsor in your career? If yes, what impact did it have on your career development?
Open ended response
Work-life Balance and Flexibility
Q27: How would you rate the flexibility of your current role in supporting a healthy work life balance?
• Excellent
• Good
• Fair
• Poor
• Very poor
Q28: To what extent do you feel that your workplace provides a psychologically safe environment where you can express ideas, take risks, and pursue leadership opportunities without fear of bias or negative consequences?
• Strongly agree
• Agree
• Neither agree nor disagree
• Disagree
• Strongly disagree
Q29: What types of flexible work arrangements would help you better balance your career with other responsibilities?
• Remote work
• Job sharing
• Compressed work week
Women’s Health and Workplace Support
• Flexible start/end times
• Other (please specify)
Q30: How supported do you feel by your organisation regarding women's health-related challenges such as menstruation, pregnancy, menopause, and other health concerns?
• Very supported
• Somewhat supported
• Neutral
• Somewhat Unsupported
• Not supported at all
Q31: What workplace policies, resources, or changes would you like to see in place to better support women’s health needs?
Open ended response
Future Goals and Aspirations
Q32: How optimistic are you about achieving your career goals within your current service?
• Very optimistic
• Somewhat optimistic
• Neutral
• Somewhat pessimistic
• Very pessimistic
Q33: Would you recommend a career in the ambulance sector to other females? Please explain why and share your top career goals for the next 5-10 years.
Open ended response
Q34: What changes would you like to see in 5-10 years that isn't currently in place?
Open ended response
Q35: Please share any other thoughts or feelings you have below
Open ended response
Produced in August 2025
The Council of Ambulance Authorities Inc.
2/141 Sir Donald Bradman Drive Hilton SA 5033
www.caa.net.au
